For over 18 years, I have facilitated strategic planning initiatives with many diverse organizations. From my experience, I believe there is a lot of confusion regarding the difference between a Vision and Mission statement. I regularly see Vision statements that are actually Mission statements and vice versa—from Fortune 500's, nonprofits, and government agencies. I also see well-intended Vision and Mission statements that are uninspiring, confusing, and so long that they are impossible for anyone to remember!

Why does it matter if there is confusion about Vision and Mission statements, or if they are written in a certain way? For the same reasons it is fundamental and valuable for any organization to have a strategic plan as a roadmap for success, it is important to develop a plan around a clearly defined and well written Vision and Mission. Both serve important, yet different roles as core elements of a strategic plan.

The absence of, or poorly written, Vision and Mission statements are lost opportunities for:

Attracting/engaging/retaining talent

Building organizational culture

Increasing productivity while leveraging all resources to successfully implement a strategic plan.

A study by Bain and Company indicated that organizations that have clearly defined Vision and Mission statements that are aligned with a strategic plan, outperform those who do not.

In this blog, I will explain the difference between a Vision and Mission statement from an organizational development perspective, include real world examples, and expand on the benefits they bring to an organization.

What Is a Vision Statement?

A Vision Statement:

Defines the optimal desired future state, the mental picture, of what an organization wants to achieve over time

Provides guidance and inspiration as to what an organization is focused on achieving in five, ten, or more years

Functions as the "north star"—it is what all employees understand their work every day ultimately contributes towards accomplishing over the long term

Is written succinctly in an inspirational manner that makes it easy for all employees to repeat it at any given time.

Leaders may change, but a clearly established Vision encourages people to focus on what's important and better understand organization-wide change and alignment of resources.

Defining an organization's Vision is not always easy for senior leadership to do. James M. Kouzes and Barry Z. Posner wrote an article about this challenge for Harvard Business Review, "To Lead, Create a Shared Vision."

Kouzes and Posner, also creators of "The Leadership Practices Inventory," analyzed responses from over one million leaders about this. The data indicated that one of the things leaders struggle with the most is "communicating an image of the future that draws others in—that speaks to what others see and feel." Kouzes and Posner's research also indicated that "being forward-looking, envisioning exciting possibilities and enlisting others in a shared view of the future, is the attribute that most distinguishes leaders from non-leaders."

Avon: "To be the company that best understands and satisfies the product, service and self-fulfillment needs of women, globally."

Norfolk Southern: "Be the safest, most customer-focused and successful transportation company in the world."

Microsoft: "Empower people through great software anytime, anyplace, and on any device."

Reston Association: "Leading the model community where all can live, work, and play."

What is a Mission Statement?

A Mission statement:

Defines the present state or purpose of an organization

Answers three questions about why an organization exists

WHAT it doesWHO it does it forHOW it does what it does

Is written succinctly in the form of a sentence or two, but for a shorter timeframe (one to three years) than a Vision statement

Is something that all employees should be able to articulate upon request.

Some businesses may refine their Mission statement based on changing economic realities or unexpected responses from consumers. For example, some companies are launched to provide specific products or services; yet, they may realize that changing WHAT they do, or WHO they do it for, or HOW they do what they do, will enable them to grow the business faster and more successfully. Understanding the Mission gives employees a better perspective on how their job contributes to achieving it, which can increase engagement, retention, and productivity.

Nissan: "Nissan provides unique and innovative automotive products and services that deliver superior, measurable values to all stakeholders in alliance with Renault."

St. Paul Fire and Marine Insurance Company: "To lead the Canadian specialty commercial insurance industry through innovation, expertise and by providing products and services to satisfy the needs and exceed the expectations of our customers and business partners.

If there is no downside to having a clear Vision and Mission, why don't some organizations have them, or have poorly written ones on their websites, lobby walls, brochures? Some of the reasons I've heard:

"It takes too much time to develop them."

"We will never reach consensus."

"Our CEO wrote our Vision, which we know is more like a Mission statement with our values mixed in, but no one is going to question it."

"Everyone that works here already knows what we do, so what is the benefit of writing a statement about it?

"We have our goals, who needs a Vision or Mission?

"It's expensive to take people away from their real job to focus on it."

"Actually defining our Vision and Mission will mean changes in the organization, who has time to deal with more resistance to change?"

In my opinion, none of these reasons outweigh the benefits of having a well-written Vision and Mission statement. If an organization cannot define it's "reason for existing (Mission) or "where it is going" (Vision), how can it align people, processes, products or services towards a successful future?

Not having a clearly defined Vision and Mission limits opportunities for the organization's success, and is a disservice to employees who show up for work every day. If an organization wants engaged and productive employees, it should make sure that they know how their work contributes to accomplishing the Mission (current state) and ultimately to the Vision (future state).

In addition to other benefits already mentioned, a clear Vision and Mission statement can:

Enhance cross-functional relationships through a shared understanding of priorities

It's never too late for an organization to define its Vision and Mission. Some even reinvent themselves through the strategic planning process, beginning with these two core elements.

Different approaches for developing a Vision and Mission range from online tools for self-directed work groups, to engaging a professional strategic planner to facilitate the group discussions and manage the development process over a period of several months.

Regardless of how an organization creates an effective Vision and Mission statement, it is important that they be embedded into the culture through clear and consistent communications from the highest levels of an organization.

As Jack Welch, Chairman, General Electric said, "Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion."

What about you and your organization? Do you know what your organization's Vision and Mission statements are? Can you articulate them? If so, how have they impacted the culture?

Thank you for clearing up the confusion that seems to persist throughout the business planning world. It's essential to get the right set of definitions so everyone on the team speaks the same language.

I could not agree more with your feedback that it would have been great to give examples of an excellent mission and vision statement from the same company; however, in my research several years ago, that was a impossible to do. Do you have any examples? Perhaps I could include them in a new blog about vision and mission?

The fact that you can find none probably speaks more to your concept than the execution. If no one, anywhere, ever has done what you're saying... maybe it's time to rethink your premise.

At least that's the message I would take from it... Sometimes we're so sure that we are right; we've thought it all through and our arguments are 100% persuasive to ourselves, that we ignore incoming data which disproves our argument.

Thanks for the article. As noted, it would benefit far more if you provided examples of vision and mission statements from the same company. I am disappointed by the obvious omission, especially since this is your line of business. Surely you have at least one grateful client that would be happy for the free publicity if you shared their statements?

The mission statement is a short, concise, succinct, simple, easily understandable, easily remembered, single sentence that captures the very essence of what your business or organization does or will do without any unnecessary wording (D. Hofstrand, 2009, p.2) and answers at least the first four of the following questions and should answer all six for any given organization:

1)Who are you? Meaning by what name or identification that separates you from other company, organization, or person. The name of your organization should represent what you do or provide.
2)What do you do? Meaning what products or services to you provide or strive to provide (S. L. Magill et.al. p64; S. Millard, p2; M. Lipton, p 86 -87; B. Christopher, 1997; D. Hofstrand, 2009, p1).
3)Whom do you do it for? Specifically who, or what organizations, or markets will be served (S. L. Magill et.al. p64; S. Millard, p1; M. Lipton, p 87; Business Dictionary, nd.).
4)Why do you do it? Meaning why do you provide specific products or services to those who need them (S. Millard, p1; M. Lipton, p 86-87)
5)Where do you do it? Meaning what geographic or non-geographic, i.e. the internet, location do you provide your products or services.
6)When do you do it? Meaning when do you provide your organization’s products or services

Some have argued that the mission statement should also address the question of how do you do it. (S.L.Magill et.al. 64; Business Dictionary, nd.; D. Hofstrand, 2009, p1).

The test a well written mission statement is to ask the manager or the employees within the organization what their mission statement and if they cannot instantaneous cite it then it is of little use and will need to be rewritten (D. Hofstrand, 2009, p1).

If you want a good example of a well written mission statement you need only go to the preamble of the U.S. Constitution

We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United States of America.

Who we are: we the people of the United States (through the 3 branches of Government)

What we do: establish justice, insure domestic tranquility, provide for the common defence, promote the general welfare, and secure the blessings of liberty

Who we do it for: to ourselves and our posterity

Why we do it: in order to form a more perfect union

Where we do it: United States of America (note that it states America)

When we do it: ordain and establish (inferred as now and henceforth; put into effect in 1789)

How we do it: this Constitution (through the written document called the constitution)

Note: This mission statement even answers the question of how we do it, and it hasn’t changed in over 200 years.

The mission statement is a short, concise, succinct, simple, easily understandable, easily remembered, single sentence that captures the very essence of what your business or organization does or will do without any unnecessary wording (D. Hofstrand, 2009, p.2) and answers at least the first four of the following questions and should answer all six for any given organization:

1)Who are you? Meaning by what name or identification that separates you from other company, organization, or person. The name of your organization should represent what you do or provide.
2)What do you do? Meaning what products or services to you provide or strive to provide (S. L. Magill et.al. p64; S. Millard, p2; M. Lipton, p 86 -87; B. Christopher, 1997; D. Hofstrand, 2009, p1).
3)Whom do you do it for? Specifically who, or what organizations, or markets will be served (S. L. Magill et.al. p64; S. Millard, p1; M. Lipton, p 87; Business Dictionary, nd.).
4)Why do you do it? Meaning why do you provide specific products or services to those who need them (S. Millard, p1; M. Lipton, p 86-87)
5)Where do you do it? Meaning what geographic or non-geographic, i.e. the internet, location do you provide your products or services.
6)When do you do it? Meaning when do you provide your organization’s products or services

Some have argued that the mission statement should also address the question of how do you do it. (S.L.Magill et.al. 64; Business Dictionary, nd.; D. Hofstrand, 2009, p1).

The test a well written mission statement is to ask the manager or the employees within the organization what their mission statement and if they cannot instantaneous cite it then it is of little use and will need to be rewritten (D. Hofstrand, 2009, p1).

If you want a good example of a well written mission statement you need only go to the preamble of the U.S. Constitution

We the People of the United States, in Order to form a more perfect Union, establish Justice, insure domestic Tranquility, provide for the common defence, promote the general Welfare, and secure the Blessings of Liberty to ourselves and our Posterity, do ordain and establish this Constitution for the United States of America.

Who we are: we the people of the United States (through the 3 branches of Government)

What we do: establish justice, insure domestic tranquility, provide for the common defence, promote the general welfare, and secure the blessings of liberty

Who we do it for: to ourselves and our posterity

Why we do it: in order to form a more perfect union

Where we do it: United States of America (note that it states America)

When we do it: ordain and establish (inferred as now and henceforth; put into effect in 1789)

How we do it: this Constitution (through the written document called the constitution)

Note: This mission statement even answers the question of how we do it, and it hasn’t changed in over 200 years.

Although it has been argued that the mission statement should also address the question of how do you do it (S.L.Magill et.al. 64; Business Dictionary, nd.; D. Hofstrand, 2009, p1), I would argue that the "how" is derived from the strategies developed and implemented by that organization and therefore does not belong in the mission statement for that organization.

It is from the mission statement that goals, objectives and strategies are derived. Goals, objectives, and strategies may change in time but the mission of the organization is generally longer term in nature and doesn't change unless the outputs produced or provided by that organization fundamentally change.

In addition, I would argue that a mission statement is not only at the company level but for sub-organizations within that company or organization thus providing direction for those at the lower tier organizations within that company or organization. However it should be stated that mission statements at these lower tier organizations must be aligned with the next higher organizational level and maybe aligned with conjoining mission statements with other organizations at that same level depending on how the overall organization is structured thus ensuring overall organizational cohesiveness.

Finally, the mission statement for any organization, at any level, becomes the cornerstone for that organization's transformation function in changing inputs into outputs through the variables of direction, processes, tools, people, culture, materials, physical environment, and organizational structure. Therefore it is hypothesized that organization performance is a function of both organizational effectiveness and organizational efficiency. In which organizational effectiveness consists of the variables as mentioned above, direction, processes, tools, people, etc., and organizational efficiency a measurement of work output in relationship to work input.

Meaning that organizational strategies or the “how” are those higher level plans and activities that affect organizational effectiveness variables which are developed and implemented to achieve the goals and objectives for that specific organization in order to accomplish the mission of that organization. Therefore, “how” an organization plans to achieve their organization’s mission does not belong in the mission statement directly but belongs in the strategies implemented by that organization based upon the goals and objectives created in which to accomplish that organization’s mission.

Basically, shouldn't all honest mission statements be basically the same? 'X company will pay the most to our executive and managerial staffs, by promising the best service and products, while charging our customers the most we can, paying our employees the least money possible without them rioting, and giving those customers the very least service and cheapest made products, all while returning the smallest acceptable dividend to our investors'. And an honest vision statement: 'X company will continue to plan how to deceive everyone into believing our profitable business will benefit the community and the staff, while using unethical and monopolistic business practices to put our competitors out of business. As we do this, X company will continue to expand it's business territory and maximize the amount of money we take from the population within our sphere of the market.

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My understanding has always been pretty simple - the vision is where you're going, the mission is how you are going to get there.
For example: President Kennedy established the vision - put a man on the moon by the end of the decade. NASA developed the mission to accomplish the vision.

I think that the link is Mission -> Vision -> Strategic Plan. Your mission is why you exist, the vision is where you want to get to, and it is the strategic plan (updated over time) that is how you are going to get there. Many companies/organizations will already be "on mission", it serves as a reminder or clarifier... the strat plan is the path to where you want to get, the vision.

The only real difference between these two statements is that the second is slightly more specific.

I find it rather surprising, to say the least, that Ms Evans said that she wasn't able to find a mission and vision statement from the same company in 2010 (as she said in response to an earlier comment). It is too bad, as the blog began on a positive note and it appeared to be poised to provide value.

I would be curious what people here think of Coca-Cola's mission and vision, which seem to be the inverse of what we've been reading (and begs the question if it really matters anyway):
http://www.coca-colacompany.com/our-company/mission-vision-values

I'm fascinated by this interest in the need to come up with a business mission and values and vision. Coke—one of the largest companies in the world— is a great example. Their main product—a serving of Coke—is not good for humans. That's not up for discussion or debate or "it really depends on your definition of nutrition." Their main product hurts humans deeply—diabetes, obesity, we all know the list.

I'm not picking on Coca-cola here. They're just great example of a company that has one of these important Mission statements, and Vision (http://goo.gl/Su2Ne). Clearly worded, probably took thousands of hours, a year of deep discussion, a lot of very smart people's intention and focus. And one of their bullet points is:

"• To create value and make a difference."

I just have to ask: to whom, exactly, does this bullet point help? Who reads that particular line and what... gets motivated? Gets clear? Gets moved emotionally? Want to go out and sell more product? Want to go a drink a Coke? Where in the world lives a grocery chain CEO who reads that bullet point and thinks, "That's it, I'm putting a case stack in front of every one of my stores."

Take Coke's Mission and Vision and attach it to Monsanto or a good-size cocaine manufacturer outside of Bogotá. It would work.

Putting my own bafflement and sense of ludicrousness aside, the question is worth asking: what is the purpose of this exercise?

Thank you for this post... I found it very helpful in providing me with succinct verbiage to describe to others the difference between vision and mission statements. Your examples were clear. I would have also liked to see the examples of both from one company, to see how they truly distinguished between the two....

This is exactly what makes African countries always poor. We have all the resources to work in achieving our vision, but our leaders in working during the mission steals all our monies. Vision cant be açcomplished without mission.

This is exactly what makes African countries always poor. We have all the resources to work in achieving our vision, but our leaders in working during the mission steals all our monies. Vision cant be açcomplished without mission.

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Leadership today is to use others to satisfy one's narcissistic needs.
Vision and mission are to make other people want to believe in that person.
Vision and mission do not work unless the leaders walk the walk and talk the talk.
For many companies, vision statements are just something that should exist.
They do not work unless employees are fully engaged.